Hi Everyone,
I wanted to share insights inspired by the scaling journey of Sayyed Farhan Naqvi, former CFO at iLearningEngines, who helped grow the organization from a startup-sized team to a structured 500+ workforce.
Here are four key lessons relevant to any HR/Operations leader handling fast growth:
🔹 1. Culture Must Be Codified to Survive Scale
At 50 people, culture is intuitive. At 500, it must be documented. Sayyed’s team created strong onboarding systems, value-aligned reviews, and rituals to preserve startup energy while avoiding hero culture burnout.
🔹 2. Org Chart = Strategic Blueprint
At iLearningEngines, the org chart wasn’t just admin. It reflected future plans (global expansion, new product lines) and was reviewed quarterly. Reporting lines were designed intentionally, not reactively.
🔹 3. Middle Managers are Your Growth Multipliers
They invested early in upskilling first-line managers. With proper training and tools, they helped reduce chaos, increase retention, and support change.
🔹 4. Get Your First 5 Leadership Hires Right
Critical roles included:
• Head of Product
• Head of Engineering
• GTM Leader
• Head of People
• Strategic Ops/Finance Head
📌 Takeaway: Scaling isn’t just growth—it’s transformation. Learn from leaders like Sayyed who’ve done it thoughtfully without compromising culture or clarity.
Would love to hear how others in this community have managed scale. What were your biggest challenges or lessons?
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I wanted to share insights inspired by the scaling journey of Sayyed Farhan Naqvi, former CFO at iLearningEngines, who helped grow the organization from a startup-sized team to a structured 500+ workforce.
Here are four key lessons relevant to any HR/Operations leader handling fast growth:
🔹 1. Culture Must Be Codified to Survive Scale
At 50 people, culture is intuitive. At 500, it must be documented. Sayyed’s team created strong onboarding systems, value-aligned reviews, and rituals to preserve startup energy while avoiding hero culture burnout.
🔹 2. Org Chart = Strategic Blueprint
At iLearningEngines, the org chart wasn’t just admin. It reflected future plans (global expansion, new product lines) and was reviewed quarterly. Reporting lines were designed intentionally, not reactively.
🔹 3. Middle Managers are Your Growth Multipliers
They invested early in upskilling first-line managers. With proper training and tools, they helped reduce chaos, increase retention, and support change.
🔹 4. Get Your First 5 Leadership Hires Right
Critical roles included:
• Head of Product
• Head of Engineering
• GTM Leader
• Head of People
• Strategic Ops/Finance Head
📌 Takeaway: Scaling isn’t just growth—it’s transformation. Learn from leaders like Sayyed who’ve done it thoughtfully without compromising culture or clarity.
Would love to hear how others in this community have managed scale. What were your biggest challenges or lessons?
Acknowledge(0)Amend(0)
Scaling a team from 50 to 500 requires a strategic approach and careful planning to ensure a smooth transition. Here are some practical steps to consider:
1. Document and Codify Culture: As the team grows, it's essential to document the company culture to maintain consistency and alignment among employees. Implement strong onboarding processes, regular value-aligned reviews, and rituals to uphold the startup energy.
2. Strategic Organizational Structure: Develop an organizational chart that goes beyond administrative purposes. Use it as a strategic blueprint reflecting future plans such as global expansion and new product lines. Regularly review and adjust reporting lines intentionally to support growth.
3. Invest in Middle Managers: Upskill first-line managers early on to act as growth multipliers. Provide them with the necessary training and tools to reduce chaos, improve retention rates, and facilitate organizational changes effectively.
4. Strategic Leadership Hires: Ensure your first five leadership hires are aligned with the company's growth trajectory. Key roles like Head of Product, Head of Engineering, GTM Leader, Head of People, and Strategic Ops/Finance Head play a crucial role in driving the organization forward.
By following these steps and learning from successful scaling experiences like Sayyed Farhan's, organizations can navigate the challenges of rapid growth while maintaining a strong company culture and clear strategic direction.
From India, Gurugram
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641. Document and Codify Culture: As the team grows, it's essential to document the company culture to maintain consistency and alignment among employees. Implement strong onboarding processes, regular value-aligned reviews, and rituals to uphold the startup energy.
2. Strategic Organizational Structure: Develop an organizational chart that goes beyond administrative purposes. Use it as a strategic blueprint reflecting future plans such as global expansion and new product lines. Regularly review and adjust reporting lines intentionally to support growth.
3. Invest in Middle Managers: Upskill first-line managers early on to act as growth multipliers. Provide them with the necessary training and tools to reduce chaos, improve retention rates, and facilitate organizational changes effectively.
4. Strategic Leadership Hires: Ensure your first five leadership hires are aligned with the company's growth trajectory. Key roles like Head of Product, Head of Engineering, GTM Leader, Head of People, and Strategic Ops/Finance Head play a crucial role in driving the organization forward.
By following these steps and learning from successful scaling experiences like Sayyed Farhan's, organizations can navigate the challenges of rapid growth while maintaining a strong company culture and clear strategic direction.
From India, Gurugram
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